Transferred to a global company to increase skillset. Accountable for generating North America Finance strategy management system for 4 business units and 4 finance support departments, representing 150 staff and $11B.- Exceeded project metrics by 27% for the North America Finance Training Distribution Process: Delivered the project 2 months ahead of schedule, reached target capabilities 6 weeks early, and achieved an additional 14% in target employee utilization.- Founded the North America Finance Change Agent Network, integrating the strategy management system with change management resources and capabilities to cross-functionally collaborate on 7 critical projects between 6 to 12 months.

Promoted to management level, expanded team leadership by onboarding and developing 2 direct reports, resulting in higher project completion rates across 6 cross-functional strategic initiatives, enhancing overall operational efficiency.- Increased client request volume by 20% for internal Operational Excellence department services. Provided reliable, quality results, exceeding expectations, demonstrating peer-driven success, leading to buy-in growth at the upper management level.- Cultivated and spearheaded embedding 3-tiered change management behavior system into 100% of the standard works created for The Boldt Company.

Promoted to senior contributor level to take on project leadership and management roles.- Produced and sustained company-wide standardized work for a project startup process. Eliminated 100% of the duplicate work. Streamlined operations removed 200 hours of wait-time and reduced the error count by 79%.- Nurtured and developed people-focused planning capabilities for strategy leaders, increasing sustainability success rate by 45%.

I work as a team member of the Performance and Innovation Resource Department. This means I engage with other employees of The Boldt Company and assist in facilitating conversations about process improvement and waste reduction. Waste reduction doesn't necessarily imply excess materials. There are eight forms of waste the Performance and Innovation team looks for, and we try to lead the rest of our Boldt family with Lean ideals. The way I remember waste identification is with the acronym D.O.W.N.T.I.M.E., which stands for the following:DefectsOverproductionWaitingNon-utilized/underutilized talentTransportationInventory Motion Excess ProcessingWhat I have really taken away from my time at Boldt so far is that in order to become more efficient in the tasks you set out to do, you must first have a standard in place for your process. You must also know and accept that you can always learn to succeed, meaning you will always be able to make a change and reduce further any wastes that still exist. As a countermeasure to plateauing in your process development, make sure the last step in your standard is to ask yourself what you can do better or what you can improve.

1. Participate in the development of alumni engagement initiatives and events, including Reunion Weekend and the Lawrence Scholars programs.2. Assist with the planning of donor events, stewardship events and/or the faculty grants luncheon.3. Assist the annual giving office with solicitation calling and writing email and direct mail solicitations.4. Assist in creating a culture of student philanthropy and raising awareness of the Lawrence Fund on campus.5. Assist in maintaining the alumni and development areas of the Lawrence website. 6. Research corporate, foundation and individual donor prospects. 7. Assist in creation of personalized stewardship materials for the university’s most generous donors.8. Participate in solicitation and stewardship visits with development staff.